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service regulatory agencies and ground handling
companies. We facilitate extra services such as
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Sustainable Business Magazine is committed to promoting sustainable printing. This magazine is
printed on Forest Stewardship Council certified material and manufactured using environmentally
sustainable procedures. All lithographic printer inks used are vegetable-based.

CONTENTS ISSUE 04/17
Welcome to the latest Europe, the Middle East, and
Africa (EMEA) edition of Sustainable Business Magazine.
Sustainable Business Magazine aims to spread awareness of the values of sustainability,
as well as the brilliant ways in which organizations continue to meet challenges and
champion corporate social responsibility.
We open this edition with a focus on how South Africa is promoting the use of space and
fostering research in space science. We spoke to Dr. Val Munsami, Managing Director at the
South African National Space Agency (SANSA), about a new satellite, trans-national partnerships, and benefiting South African society, while Dr. Rob Adam, Managing Director of the
South African Radio Astronomy Observatory (SARAO), spoke to us about international collaboration, working with local communities, and building the largest, most sensitive radio telescope
in the world. SARAO forms part of South Africa’s National Research Foundation and spearheads South Africa’s activities in the Square Kilometre Array Radio Telescope, commonly known
as SKA. Elsewhere in South Africa we spoke to Daniel Daphne, Managing Director Africa at the
Otis Group, about research and development, green elevators, and being a regional leader.
Our focus on East African ports starts with an article highlighting how despite the
demands of running one of the busiest shipping regions in the world, the Tanzania Ports
Authority are looking at a bright future. We then speak to Catherine Mturi-Wairi, Managing
Director of Kenya Ports Authority, about infrastructure projects, community involvement, and
connecting the region. The Kenya Ports Authority are a key player in the Lamu Port-South
Sudan-Ethiopia-Transport (LAPSSET) Corridor infrastructure project. We spoke to Benson
Thuita, Corporate Affairs Officer at the LAPSSET Corridor Development Authority, about
a major multinational infrastructure development project intended to bring economic and
social benefits to millions of people in East Africa.
This edition’s look at Europe features another port, in this case the port of Gibraltar.
We spoke to Manuel Tirado, Acting CEO of Gibraltar Port Authority, about running one of
the world’s most historically significant ports and how it plans to embrace the future. We
finish this edition by speaking to Simon Boas Hoffmeyer, Head of Sustainability at Carlsberg
Group, about 170 years of brewing, developing new infrastructure, and an ambitious new
sustainability program.
Details of upcoming sustainability events in Europe, the Middle East, and Africa throughout January and February can be found on our events calendar. Our featured event is once
again Power & Electricity World Africa 2018, which is celebrating its 21st anniversary and
will take place in Johannesburg, South Africa, March 27-28 2018. The show is Africa’s largest
and longest running power and electricity show and welcomes over 8000 attendees. Further
details can be found in our global events section. For more information, or to view previous
editions, please visit www.sustainablebusinessmagazine.net
We hope that you find this issue both interesting and inspiring. Thank you for reading.
The Sustainable Business Magazine Team

SPACE
LEADERS
Sustainable Business Magazine speaks to Dr. Val Munsami,
Chief Executive Officer at the South African National Space Agency,
about a new satellite, trans-national partnerships, and benefiting
South African society.
The South African National Space Agency
(SANSA) is a Pretoria-based South African
government agency tasked with promoting
co-operation in space-related activities, conducting space science research, advancing
scientific engineering by developing human
capital, and supporting industrial development in space technologies. Though
South Africa’s involvement in international
space-related activities dates back to the
early 1960s, when NASA built Deep Space
Station 51 in Gauteng (today the Hartebeesthoek Radio Astronomy Observatory)
to support unmanned lunar and interplanetary missions, it wasn’t until 2008, when acting-President Kgalema Motlanthe approved
2 | SUSTAINABLE BUSINESS MAGAZINE

the South African National Space Agency
Act, that all public space-related operations
in South Africa were brought together
under a single organization.
SANSA consists of four key directorates,
the first three of which predate the creation
of SANSA itself. SANSA Space Operations
consists of ground station facilities and
services, and provides satellite tracking,
telemetry, and command, as well as launch
services and support for international clients.
SANSA Earth Observation co-ordinates Earth
observation data and processes satellite
imagery for government partners. SANSA
Space Science maintains a base in Antarctica to observe solar terrestrial weather, and

conducts research. Lastly, SANSA Space Engineering is a new directorate within SANSA,
and is working on developing space systems
and sub-systems, including South Africa’s
next satellite, EO-Sat1.
DEEP SPACE
EO-Sat1 will be a 450kg satellite, with a
2.5 meter resolution. The satellite will offer
high-resolution images, allowing SANSA
to monitor agricultural and grazing land for
food security purposes, with other applications in urban planning, security, water management, and disaster management. “We’re
going to have ten multi-spectral bands in
there, which is unique for a satellite of this

DIAGRAM OF EARTHS
MAGNETIC FIELD.

class,” explains Dr. Val Munsami, Chief Executive Officer of SANSA. “We’re handling
the systems engineering for the project,
but then we bring in other industry players
who are involved in the manufacturing of
the satellite. The primary contractor on the
project is Denel, and we’re looking to launch
in 2019, which we’re very excited about.”
SANSA’s Space Operations Division
are currently looking into becoming one of
the hosts of NASA’s Deep Space Network
(DSN), a worldwide network of spacecraft
communications facilities. “When you’re doing these interplanetary missions, you want
a ground reception station that brings the
data or the communications back to earth,”

says Dr. Munsami. “Effectively, you need
these networks around the globe, including
in Africa, so that when Africa comes across
into the line of sight of the signal, we can
download it and send it on to NASA or the
appropriate space agency. Part of the focus
of this DSN will be supporting the Mars
mission when it happens in 2023. We’re
currently doing the negotiations and the
environmental impact assessments.”
WEATHER FORECAST
SANSA is currently working to make space
weather information readily available to
pilots. “There are new regulations from the
International Civil Aviation Organization that

require all flight plans to have space weather
information onboard,” says Dr. Munsami.
“At the moment, most aircraft use GNSS,
which is similar to GPS. But the problem
with GNSS signals is that if there’s a big solar
storm, it affects the navigation of the aircraft.
The fallback is magnetic compasses, but if
you have a magnetic compass and there’s a
magnetic storm, it also deviates. So the new
ICAO regulation means all flights must have
a sense of what’s happening in space, how
the signal is being degraded, and what effect that has on the navigation. It’s probably
going to happen in the next year or so, and
we’re the only space weather station on the
African continent, so we’re working closely
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SOUTH AFRICAN NATIONAL SPACE AGENCY

with our Department of Transport and Air
Traffic Navigation Services to make that
information readily available to aircrafts.”
SANSA is also taking over as the chair
of the Southern African Development Community. “We’re pushing to set up a research
cloud platform for Southern Africa, where
we’ll make earth observation products and
services available to any country which
requires them,” says Dr. Munsami. “Our
tenure as chair extends for a year, so we’re
doing a lot of groundwork to put proposals
in place, and doing some technical work to
support the cloud initiative.”
PAN-AFRICAN PERSPECTIVE
Recently, the Agency implemented a new
strategic framework. “The new framework
says, in order to meet our full mandate, there

are things we need to address to fill certain
gaps,” says Dr. Munsami. “This framework is
intended to take us to a new level, into new
areas like GNSS and telecoms, but also looking beyond the current satellite mission to future satellite missions. One of the big drivers
for us is not just looking at the space program
from a South African perspective, but looking
at it from a pan-African perspective.”
The African Union Space Working
Group, established in 2013, has begun
drafting an implementation plan for an
African Space Program, with the expectation that national space agencies, including
SANSA, will come together to implement
the program. “There is momentum behind
the African Space Program, and we’re trying
to see how national agencies, like SANSA,
can position themselves to help implement

on the continent,” says Dr. Munsami. “So
our strategic framework is also looking at
that angle. How do we take what we’re doing and ensure knowledge and technology
transfer into Africa? We’re drawing on international partnerships, and implementing a
new programmatic focus for the program.”
SOCIAL BENEFITS
SANSA’s mission also has a social focus.
“Our mandate says: ‘Deriving greater value
from space science and technology for the
benefit of South African society’,” explains
Dr. Munsami. “One thing we’ve done to
benefit society is provide many government departments with high quality data on
which they rely for decision-making. Since
we established the agency, we’ve negotiated a multi-use license, so government

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SUSTAINABLE BUSINESS MAGAZINE

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SOUTH AFRICAN NATIONAL SPACE AGENCY
is so sparse, it doesn’t make sense for cell
phone network providers to get in there,”
says Dr. Munsami. “We’re still able to get
there with a telecommunications satellite.
So you can then provide that community
with telehealth, or tele-education, even
though it’s a very rural community. There’s
also GNSS, for which the accuracy of the
signal isn’t always efficient enough, so
we’re testing augmentation systems, which
mean, for example, the signal is much more
accurate and even aircrafts can land very
accurately. We can also use that for precision farming, so farmers can do accurate
pinpoint ploughing and planting, which
results in huge savings on fertilizer use, and
allows them to be very informed on which
tract of land they plant and how accurately
they plant. There are all kinds of ways space
technology is used terrestrially.”

departments don’t pay single license fees
any more, but they all get access to the
data. That’s resulted in a huge cost saving,
in terms of acquiring and availing necessary
data for government.”
For example, satellite data can be used
to inform various aspects of agricultural and
health decision-making. “A satellite capturing images of the earth receives signals,
which is beyond the visible spectrum,” says
Dr. Munsami. “Using the infra-red part of
the spectrum, for example, we can assess
how much water is in a plant or whether
the plant is diseased. Or if you’re capturing
images of a lake or water body and the

6 | SUSTAINABLE BUSINESS MAGAZINE

signal changes, we can go and take some
additional measurements, and it may be
that this change is associated with disease
in the water. These environmental changes
can be observed through satellite imagery
before they become visible to us, which has
all kinds of applications, whether it’s environmental monitoring, food security, public
health, or precision farming.”
SUPPORTING LIFE
Then there’s the effect of satellite telecoms
on rural communities in South Africa. “We
have communities who don’t have landline
networks, and where the density of people

PUBLIC ENGAGEMENT
SANSA is also involved in increasing
public awareness of space science and
technology. “At the moment, we try to
reach 12,000 youths per annum,” says
Dr. Munsami. “We participate in various
festivals where we engage students. We
also have space awareness initiatives, like
our mobile labs. This is a motor vehicle
platform, which we pack with instruments
and laboratory equipment. Our dedicated
staff then go to schools with the mobile
lab, and they run science experiments. We
use these to support rural schools which
don’t always have the laboratory capacity,
so that they can run some of the experiments required for the curriculum.”

The agency hosts public lectures, and
creates a wide array of material for youth
and public awareness. “In addition to this,
we support about 75 students through
bursaries and scholarships at the Masters
and PhD level,” says Dr. Munsami. “That’s
mainly in the area of space science, and it
has proved very successful. We started this
year with a national conference, where the
students presented the work they’re doing,
which is a way for us to support them in
publicizing their work and getting into the
industry and other institutions.”
CONTINENTAL LEADER
“I can safely say that SANSA is the leading
space agency on the continent,” says Dr.
Munsami. “We’ve taken leadership roles in
terms of a number of different initiatives,
and many different countries look to us for
that leadership. We’re also the only African
country that has designed, built, and operated a satellite, and we’re now working with a
few countries in terms of building their satellite manufacturing capability. We’re the only
African country that holds a space weather
center, and the only African country that has
a presence in Antarctica where we conduct
space science studies.”
“We are in the process of signing phase
one of a space co-operation framework with
the other BRICS countries, which are Brazil,
Russia, India, China, and South Africa,” says
Dr. Munsami. “This framework creates the
BRICS Satellite Constellation, where each
country gives access to all of the BRICS members to satellites they already have in orbit.
Once EO-Sat1 is operational, we’ll look at

putting that in. Another initiative we’re driving
is called the African Data-Intensive Research
Cloud, where we’re trying to build a cloud
system on the continent where we can then
store, process, and share satellite imagery.
A lot of this is driven by our involvement in
the Square Kilometre Array (SKA) that we’re
hosting, which will be the biggest operational
radio-astronomical telescope when it’s fully
installed in 2022. Eventually, that will consist
of 3000 or so dishes, placed across nine
African countries, designed to pick up very
faint radio signals from the universe. There’s
a lot of work being done in developing new
technologies to support that. What we’re

asking is: How can we use this to benefit the
rest of Africa? And that applies to all aspects
of our work, whether it’s earth observation,
GNSS, or telecoms. The technologies we
operate already benefit our society so much;
now it’s time to look at sharing those benefits
beyond our geographical borders. That’s our
focus, moving forward.”
c
Dr. Val Munsami,
Chief Executive
Officer at the South
African National
Space Agency.
www.sansa.org.za

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SKA

INTO THE
HEAVENS
Sustainable Business Magazine speaks to Dr. Rob
Adam, Managing Director of the South African
Radio Astronomy Observatory (SARAO), about
international collaboration, working with local
communities, and building the largest, most
sensitive radio telescope in the world. SARAO
forms part of South Africa’s National Research
Foundation and spearheads South Africa’s
activities in the Square Kilometre Array Radio
Telescope, commonly known as SKA.

PART OF THE SKA PROJECT’S
MANDATE IS TO ENSURE THE
ECONOMIC BENEFITS EXTEND
TO LOCAL BUSINESSES AND
COMMUNITIES IN SOUTH AFRICA.

A MEERKAT ANTENNA, WHICH IS PART OF A 64-ANTENNA
ARRAY BEING BUILT IN THE NORTHERN CAPE.

The Square Kilometre Array (SKA) radio
telescope is an international collaboration
between eleven countries to build the
world’s largest radio telescope, with a square
kilometre of collecting area co-located in
Africa and Australia. The headquarters of the
SKA is located at Jodrell Bank in Manchester,
8 | SUSTAINABLE BUSINESS MAGAZINE

UK. By deploying thousands of separate
radio telescopes over a wide area, the SKA
will be fifty times more sensitive than the
Hubble Space Telescope, will generate more
data every day than current global internet
traffic, and will allow scientists to gaze farther
into space and deeper into time than ever

before, investigating fundamental questions
of modern physics and cosmology.
The core African site of SKA is being
established in the Karoo in the Northern
Cape, far from man-made radio interference.
Outstations will be located elsewhere in
South Africa and in Botswana, Ghana,

of SARAO. “There was an idea to build a
transformational radio telescope, which
would take the field to a whole new level
and which would be capable of making
contributions not just in astronomy but
basic physics as well.”
In the early-2000s, this idea intersected
with the South African government’s priorities. “In the post-apartheid boycott era, we
were looking for ways to attract investment
in South African science from the wealthier
Northern Hemisphere countries,” says Dr.
Adam. “Astronomy was one of the key areas
we were looking at, because we have these
empty expanses where there are relatively
few people living and there is no light pollution or radio pollution. These are perfect
sites for an observatory.”
When human beings use telescopes to
look beyond the Earth’s atmosphere into
the wider universe, we use three parts of
the electromagnetic spectrum to do so:
The optical portion (including visible light),
radio, and gamma rays. “We essentially
have three windows on the heavens,” says
Dr. Adam. “So South Africa systematically
looked to get involved in projects in each
of those areas. We have the South African
Large Telescope (SALT), which is an optical
telescope at Sutherland. Then there’s the
High Energy Stereoscopic System (HESS)
gamma ray telescope, which was erected in
Namibia by a German-British-French-South
African consortium. And finally there’s SKA,
which is by far the largest of these projects.
We spent a decade positioning ourselves
for it, preparing our capabilities in construction, electronics, and astronomy.”

MEERKAT
As part of South Africa’s preparations
for SKA, the team worked on several
smaller-scale radio telescope projects of
progressively increasing ambition. In 2005,
the Karoo Array Telescope (KAT) computing
team conceived the Phased Experimental
Demonstrator (PED), a six-element interferometric radio telescope which was funded
by SKA South Africa and constructed at
the South Africa Astronomical Observatory
(SAAO) in Cape Town. This smaller-scale
radio telescope allowed the team to test
software and develop an understanding of
radio interferometry.
“After that, we built our first array,
which was the KAT-7, and after that we
began work on MeerKAT,” says Dr. Adam.
“MeerKAT, which is a 64-antenna array, is a
precursor to SKA, where we could test the
technology, and it was agreed that if we
won the bid, it would be integrated into
SKA. We’re due to complete MeerKAT in
March 2018, and it will be effective in the
ensuing months. After that, we envisage
SKA-1 construction will start in 2019, which
will take around five years, and after that
SKA-2, which will finish in the late 2020s.”

THE HYDROGEN EPOCH OF REIONISATION ARRAY IS CURRENTLY BEING BUILT AT LOSBERG IN THE KAROO AND
WILL BE INSTRUMENTAL IN DETECTING THE DISTINCTIVE SIGNATURE THAT WOULD ALLOW ASTRONOMERS TO
UNDERSTAND THE FORMATION AND EVOLUTION OF THE VERY FIRST LUMINOUS SOURCES: THE FIRST STARS AND
GALAXIES IN THE UNIVERSE.

Kenya, Madagascar, Mauritius, Mozambique,
Namibia, and Zambia.
DECADES IN THE MAKING
“The genesis of this project is in the
radio astronomy community in the 1990s,”
explains Dr. Rob Adam, Managing Director
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SKA
AN AERIAL VIEW OF THE MEERKAT ARRAY, CURRENTLY UNDER CONSTRUCTION
AT THE SKA LOSBERG SITE IN THE KAROO, NORTHERN CAPE.

Over the years, SKA South Africa have
engaged in a long process of developing
the appropriate technology for the final SKA
array. “The key methodology to a project like
this is to do it in bitesize chunks,” says Dr.
Adam. “It makes the funding easier, and it
means you can deal with the various technology problems incrementally. We’ve prototyped and tested different kinds of antennas,
cooling systems for the antennas, building
circle correlators which merge the data from
the different antennas in a coherent way,
and different systems for putting the data together, storing it, and processing it. All these
things need to be done incrementally.”
FRONTIERS OF KNOWLEDGE
MeerKAT alone is already the largest, most
sensitive radio telescope of its kind in the

10 | SUSTAINABLE BUSINESS MAGAZINE

Southern Hemisphere. In 2016, using only
16 out of the final 64 dishes, MeerKAT was
able to produce an image of a small area
of sky (less than 0.01% of the full celestial
sphere) where 70 galaxies were previously
known to exist, showing over 1300 galaxies
in the distant universe. When the SKA project is finished in its entirety, it will be powerful enough to investigate some heretofore
unanswerable scientific questions.
“These are the big questions of astronomy and physics,” says Dr. Adam. “Are
Einstein’s theories fully correct? They’re
definitely approximately correct, because
they make very sound predictions up to
the level we’ve been able to test them, but
with SKA we’ll be able to test them to an
even greater level of accuracy. We’ve also
got questions like: Where do the intense

magnetic fields in the cosmos come from?
What’s producing them? Then about 400
million years after the Big Bang, the first
stars must have switched on. No-one’s ever
seen that yet, but with SKA, we’ll be able to
see it. There are things we can’t even think
of which will emerge from SKA. And the
big question: Are we alone in the universe?
That’s something we’re going to be looking
at in parallel to everything else: The search
for extraterrestrial intelligence.”
The benefits of SKA have already begun
to permeate the South African scientific landscape. “When South Africa came into this,
although we had a strong technical community of people like electronics engineers and
radar specialists from our defence industry,
we didn’t have enough radio astronomers,”
says Dr. Adam. “As a result, we developed a
very strong human capital development program. We’ve got a supply chain of people
we’re supporting, right from the six research
chairs we’re funding in different universities
around the country, through tenured faculty
positions, to post-doctoral positions, PhD
students, masters, honours, undergrad, and
then right through to some high school students we fund in the Karoo itself. We’ve also
developed key high-tech capabilities which
can be spun out into other sectors, such as
big data capability which can be applied to
areas such as health sciences, climate change
mitigation, and drug design. It’s a transferable set of skills we’ve developed here.”

NATIONAL INVESTMENT
Part of the SKA project’s mandate is to ensure the economic benefits extend to local
businesses and communities in South Africa.
“We have a process called the Financial
Assistance Program, to help small companies participate in SKA,” says Dr. Adam.
“That’s state funding where we co-invest
with local private companies to develop
technologies like the receiver technology and the data processing technology.
These technologies have been used for the
MeerKAT already, and there will be more
opportunities for South African companies
to bid competitively for work packages
in SKA-1 and SKA-2. Then there’s the
civil engineering, road construction, and
infrastructure side, where we’ve stipulated
that at least 15% of the work needs to go
to smaller companies in the Karoo, and not
just to the large construction companies
located in the big centres.”
Further down the line, SKA South Africa’s intention is to have maintenance on the
array performed by local people. “We have
a training centre close to the telescope,
where we train electricians, fibre-splicing
experts, among others,” says Dr. Adam.
“That means we always have a cohort
available to do scheduled and unscheduled
maintenance tasks. We’ve received some
criticism for buying large tracts of land in
the area and taking the land out of farming,
which is certainly something you can criticize us for. But in return, we’ve put far more
money back into those communities. In-

stead of only having jobs as farm labourers
available, local South Africans have a whole
range of different career prospects. As well,
there is now a large traffic of technical and
managerial people and scientists flowing
through the area, which has been beneficial
for local businesses.”
STATEMENT OF MODERNITY
Once MeerKAT is completed, work will
begin in earnest on SKA-1. “We hope to
have changed this part of the Northern
Cape forever, taking it from a place with a
single-source economic program towards
something which is much more diverse,
and which offers opportunities to young
people in the area,” says Dr. Adam. “This
is an instrument which will be in the area
for fifty years, at least. The capability we’ve
generated has also attracted other scientific instruments to the site. The United
States, who aren’t involved in SKA at the
moment, have come to us and are investing another $16 million building another
telescope called HERA on the site, for

example. Once you develop the physical
infrastructure and the human capacity on
the site, it becomes an attractor for projects you don’t even think about.”
“The government here in South Africa
have been greatly supportive of this project,
and it’s been a wonderful thing,” says Dr.
Adam. “We’re very proud of the fact that we
have been able, as a country, to pull a whole
range of southern African countries together.
It’s a statement of modernity. Right here, on
the southern African subcontinent, you’re
going to have the biggest flow of data traffic
of any project in the world. We started out
as the underdogs, and we were able to put
together a competitive, brilliant bid. Now,
very soon, we will have commissioned the
top radio telescope in the world in the
MeerKAT. This is what we’ve done on South
African soil, using South African expertise
and engineering capabilities. Of course,
we’ve drawn on conversations and studies
we’ve done abroad, but it’s something we’ve
been able to do ourselves, and we’re very
proud of that.”
c

THE 32-METRE GHANA ANTENNA AT THE GHANA RADIO
ASTRONOMY OBSERVATORY IN KUTUNSE, GHANA.

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OTIS

12 | SUSTAINABLE BUSINESS MAGAZINE

RISING
FORTUNES
Sustainable Business Magazine speaks to Daniel Daphne, Managing
Director Africa, Otis Group, about research and development,
green elevators, and being a regional leader.
The Otis Elevator Company is the world’s
largest elevator, escalator, and moving
walkway manufacturer. Based in the United
States, the company was founded by Elisha
Otis (1811 – 1861), a pivotal figure in the
development of the elevator. Elisha Otis
invented the safety brake, and his showmanship at the 1854 New York World’s Fair
contributed to the growing acceptance of
traction elevators among the general public.
Today a wholly-owned subsidiary of United
Technologies, the Otis Elevator Company
employs 60,000 people, and is responsible
for 2.2 million units currently in operation
worldwide, including products in some of
the world’s most recognizable structures,
including the Eiffel Tower, the Burj Khalifa,
and the Petronas Towers.
Otis first pursued business opportunities
in South Africa more than 120 years ago, but
it was 50 years ago, as the country’s mining
industry took off, that the Otis Elevator Company South Africa was formally consolidated.
For the past four years in a row, Otis South
Africa has been recognized with a Diamond
level Arrow Award as the top elevator and
escalator supplier in South Africa by Professional Management Review. “We’ve been
here in South Africa for a long time,” says
Daniel Daphne, Managing Director Africa,

Otis Group. “We’ve been the leader for
years, and we intend to remain the leader.”
UNDER PRESSURE
Specific customer or sector requirements
have forced Otis to push forward its creativity and engineering skills, which in turn influences its future innovation, as evidenced
by its work with mining industry clients that
require vertical transportation in a
challenging environment.
“Elevators for mines need to be heavyload bearing, while also able to withstand
difficult environmental conditions, such as
thick dust. It’s also essential that mine elevators are able to continue working even at
high temperatures, so we invested heavily
in R&D to make sure this was possible,
and specially designed units for these
punishing environments.”
Designing these units has meant all
Otis products have benefited from new advances. “As we made improvements on the
operational temperatures of the elevators,
we were able to generalize these improvements across our product portfolio so that
all clients receive the same standards,”
says Mr. Daphne. “We also had to be very
flexible in our work with the mining industry. Because mining elevators demand very
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OTIS
and in commercial sectors to prevent riders
from becoming trapped.
FULL CYCLE
Recently, Otis SA provided Gen2 elevators
and escalators to the energy and chemicals
company Sasol Limited. “They wanted to
overhaul their headquarters in Johannesburg to be rated by the Green Building
Council South Africa as a 5 Green Stars
building,” says Mr. Daphne. “We installed
35 Gen2 products as part of this project,
which played an important part in Sasol
receiving their certification.”
“The Gen2 was a revolution,” says Mr.
Daphne. “Unlike our competitors we are not
focused on just one aspect of the cycle of our
products. We are focused on putting into the
market products that we can actually manage
from A to Z. That’s why our next step is to design the unit so that it doesn’t need lubrication
any more, making it more reliable and environmentally-friendly. We believe that if you think
only about the beginning of the cycle, you are
missing the importance of totality.”
Improving after-sales services is also why
Otis SA has begun providing a PULSE system
with its Gen2 elevators. This system uses
electrical pulses to monitor the integrity and
condition of the elevator’s steel belts, and
provides warning signals when maintenance
is required. This reduces the need for regular
manual inspections, and enhances the existing safety features.

high levels of maintenance, we conduct
weekly inspections rather than our standard
monthly visits. It’s all part of ensuring we
fulfil the client’s exact requirements.”
GEN2
Otis South Africa’s flagship elevator unit
emerged from their work with the mining
sector. The Gen2 system was launched in
2000, and has been revised several times
since. Gen2’s revolutionary feature is its
replacement of traditional steel ropes
for holding and pulling. “Instead of the
ropes, we use polyurethane-coated steel
belts,” explains Mr. Daphne. “This means
rides are more stable, reducing noise and
vibration, as well as the belts being more
durable in the long-term.” Gen2 also does
not require a machine room, meaning its
physical footprint is much smaller than
14 | SUSTAINABLE BUSINESS MAGAZINE

traditional elevator shafts, and is up
to 50% more energy efficient than a
conventional system.
Today, Gen2 is also the only elevator
model in the world where the ReGen drive,
which captures energy generated by the
operation of the elevator and transfers it
back into a building or structure’s energy
grid helping to power other functions such
as lighting and air conditioning, is an
integrated component.
Gen2 is also designed to work with
almost any power source available, which
means it can be powered by renewable
sources, or even be plugged into a traditional wall socket. Because it has batteries, Gen2
Switch can also be unplugged and continue
to function for another 100 trips. The battery
is an important feature for industrial users,
where power cuts can cause big problems,

GREEN THINKING
Otis South Africa’s commitment to the
environment extends beyond Gen2. “Every
decision we take involves the question ‘what
would the impact on the environment be?’,”
says Mr. Daphne. “That means the elevator
car we are choosing and the methods of its
operation. It means we think about what we
do with old oil that is removed from units.
How do we approach the way we store this
oil? How do we make sure that, at the end of
the day, this oil does not happen to end up in
a river? When we choose our suppliers, these
are the type of questions we ask ourselves.”
Always at the forefront of innovation,
Otis is developing cloud-based technology.
Otis South Africa also offer a modernization
package, which brings old equipment up to
contemporary standards. One of the most
popular options is the Gen2 MOD, which
improves the environmental credentials of
elevators and escalators. “The environment
is a key concern of many of our clients,” says
Mr. Daphne. “We have to make sure we’re
able to deliver what the market demands.”

PERSONNEL DEVELOPMENT
Otis South Africa have a strong program of
training, education, and development, which
extends beyond employees to subcontractors and even customers too. “Recently we
launched a training center in South Africa,”
explains Mr. Daphne. “This training center is
not only for Otis technicians but is also open
to our subcontractors, where we train their
staff in ways and methods of being more
efficient in their jobs. To Otis South Africa,
it doesn’t matter whether a person works
only for us or not. The center is open to
customers as well. We share with them how
we approach the life cycle of the product,
and what to look at, so they can do it for
themselves on the units.”
Otis South Africa is currently in the
process of launching a project incubator for
up-and-coming businesses. “We will work
with between five and ten new companies
at a time, fostering them over the course of
eighteen months in not only how to build a
good business but how to make headway in
the market too,” says Mr. Daphne. “We’ll also
introduce them to other partners who may
be able to help them grow their business and
give them a flying start to their operations.”
Otis South Africa are also developing an
apprenticeship program for young engineers
looking to get a foot into the industry. “We
will take them on and train them up within
our own business, before recruiting them as
fully-fledged employees,” says Mr. Daphne.
“We see this as a win-win scenario, as both
the apprentice and Otis stand only to gain
from the relationship.”
REGIONAL LEADER
“We are focused today on two things: Customer experience and structural efficiency,”
says Mr. Daphne. “As a result, training is
a priority for staff throughout the organization, whether they are normal staff or
managers. This is to ensure professionalism
and technical skill remains at the forefront
of what we can offer. Our commitment is
training, training, training.”
“One of the most important things we
did in 2016 was recommitting to the Africa-wide business,” says Mr. Daphne. “The
route out of Africa previously was to Europe,
but now I am in charge of Africa and keen
to promote African markets. The African
team is populated mainly by African people
because we believe to be a global leader
that we need to be an even stronger local
leader. We’ve been leaders in this segment
for a long time, and we intend to maintain
that position.”
c
SUSTAINABLE BUSINESS MAGAZINE

| 15

TANZANIA PORTS AUTHORITY

THE TPA HAS CHARGE OF 8
SEA PORTS AND 6 LAKE PORTS
AROUND THE COUNTRY.

WORLD
CLASS
Sustainable Business Magazine highlights how despite the
demands of running one of the busiest shipping regions in the
world, the Tanzania Ports Authority are looking at a bright future.

16 | SUSTAINABLE BUSINESS MAGAZINE

Few countries know the value of
sustainable development like Tanzania.
Approximately 38 percent of the country’s
land is set aside in conservation areas, and
16 national parks, as well as a huge array
of game forests and reserves, ensure that
Tanzania’s remarkable biodiversity will be
sustained to survive and thrive for future
generations. The values enshrined by this
vision – sustainability, growth, and development – make up the heart of Tanzania’s
maritime transport epicenter: The Tanzanian
Ports Authority (TPA).
Introduced in 2004, the TPA is Tanzania’s bold new vision for ports management
in East Africa. Tasked with the daunting
mission of providing world class maritime
services for all of Tanzania, as well as the
Democratic Republic of Congo and the
landlocked countries of Zambia, Burundi,
Rwanda, Malawi, and Uganda, the TPA
quickly became a leader in maritime trade
and logistical excellence.
It hasn’t been an easy task. The Horn of
Africa is one of the busiest shipping regions
in the world: According to some reports, as
many as 50 percent of the world’s shipping
containers pass by its coastline. And the
men and women of the TPA don’t only promote the use, development, and management of the country’s ports: They construct,
operate, and maintain navigational aids,
such as beacons, and establish facilities and
harbor services to make the experience
of using Tanzania’s ports as seamless and
pleasant as possible, among a long list of
other duties. Even despite the recent, and
unprecedented, drop in the number of ships
arriving at Dar es Salaam Port – which handles over 90 percent of the country’s cargo
traffic – the TPA has ensured that monthly
revenue continues to rise.
With all eyes on Dar es Salaam Port, in
2015 the Tanzanian government introduced

the “Big Results Now” program. This innovative blueprint to expand the port caught
international attention and was signed by
the TPA, TradeMark East Africa, the World
Bank, and the UK’s Department for International Development (DFID). The expansion
is set to double the capacity of the port to
28 million tons by 2020, and then triple it to
34 million tons by 2025 – no small feat. But
with a booming population and skyrocketing demand for imports, as well as the
recent discovery of natural gas, Tanzania is
prepared to absorb the growth.
“[Dar es Salaam port] will help Tanzania
to be more competitive and will support economic development and growth across the
region,” Ros Cooper, the acting head of the
DFID, said in a statement at the time. “And
through this, improve the lives of millions
of people.” The World Bank has estimated
that Tanzanians will each be $40 better off as
a result of the Dar es Salaam port upgrade.
No wonder a September 2017 report from
PwC, “Into Africa: The Continent’s Cities of
Opportunity”, named Dar es Salaam the
best opportunity city in Africa!
“African cities when being assessed
need to be looked at through a different
lens, as current standings and future potential tell different city stories,” the report said.
It evaluated cities based on their economic
opportunities, as driven by the demands
of the emerging middle class: Technology,
tourism, infrastructure, and financial services.
In September 2017, Tanzanian President John Magufuli unveiled the Dar es
Salaam Maritime Gateway Project (DSMGP):
A $421 million project to overhaul the port’s
connectivity and infrastructure. Financed by
a joint partnership between the World Bank
and the TPA, the project will combat the inefficiencies that, according to a 2014 World
Bank report, cost Tanzania and neighboring
countries up to $2.8 billion in lost revenue
SUSTAINABLE BUSINESS MAGAZINE

| 17

Quality value added
services for all our customers

We provide clearing and
forwarding services

PMM Estates (2001) LTD is an inland container
depot company (ICD) located along Nyerere road
near CFAO motors in Dar Es Salaam and are the
only dry port along east Africa cost licensed to
store dangerous cargo. We have more than 80
refrigerated plugs for reefer container storage.
Containers can be transported by railway from the
port to the dry port. We have been in the business
of storing containers since 2010 with an excellent
track record of customer satisfaction.

MCJURO is a customs clearing and forwarding
agent serving Tanzania, Rwanda, Burundi, Zambia,
Malawi, Eastern DRC and Uganda. We are a licensed
by the Tanzania Revenue Authority. We provide
clearing and forwarding services and maintain strong
professional affiliation with the concerned cargo
service regulatory agencies and ground handling
companies. We facilitate extra services such as
transportation and distribution services including
goods and car haulage locally and globally.

annually. All of these initiatives will work
together to cement Tanzania’s place as a
regional – and global – leader.
But the TPA manages so much more
than Dar es Salaam port. The country’s
second maritime leader is the Port of Tanga,
which is the oldest operating port in the
country and boasts an annual capacity of
500,000 tons. Major plans to upgrade Tanga
Port, and increase its already impressive
capacity even more, will ease shipping
congestion along the coastline and further
embrace the economic potential of Tanzania’s coastline. Also notable is the Port of
Mtwara. After being unused for many years
due to poor transport infrastructure, the Port
of Mtwara rose like Lazarus from the dead
in the early 2010s as Tanzania’s gas boom
revitalized the region and caused a surge
in operations. All in all, the TPA has charge

of 8 sea ports and 6 lake ports around
the country. Together, they see more than
550 container ships a year and close to 12
million tons of cargo. The TPA also recently
announced the launch of new cargo barges
along various ports in Lake Nyasa, which
borders Tanzania, Malawi, and Mozambique.
On top of that, the TPA also operates Bandari College: A fully registered
institute that cradles the development of
the region’s next generation of maritime
trade and logistical service leaders. Bandari
College offers more than just port operation
courses: Its highly-trained and experienced
instructors award diplomas in shipping and
port management, offer training in cargo
handling operations, maritime deck services,
and engine room techniques, and other
critical skills. Established in 1980, Bandari
College has become so well-respected over

the years that today it is the only training institution in Tanzania that is registered in the
Lloyd’s list for shipping-related courses! It is
estimated that over 95 percent of Tanzania’s
maritime workforce were trained here.
Ultimately, the TPA has a huge responsibility – both to the people of Tanzania and
to its neighbors around the region. But with
safety, stability, responsibility, and innovation
at the core of its mission, the TPA remains
uniquely qualified to carry that weight.
“TPA is determined to forge ahead,”
said TPA Director General Eng. Deusdedit
C.V. Kakoko. “Customer Service delivery is
never compromised. The standard of our
customer service is elevated through the
quality of our work. We will also pay close
attention to understand the needs of our
stakeholders and customers, in order to
continuously serve them better.”
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SUSTAINABLE BUSINESS MAGAZINE

| 19

KENYA PORTS AUTHORITY

KPA RECENTLY DEVELOPED A GREEN
PORT POLICY, WITH THE INTENTION OF
POSITIONING THE PORT OF MOMBASA
AS A WORLD-LEADING PORT.

PULLING
TOGETHER
Sustainable Business Magazine speaks to Catherine Mturi-Wairi, Managing Director of Kenya Ports Authority, about
infrastructure projects, community involvement, and connecting the region.

Kenya Ports Authority (KPA) is the
government agency which manages and
operates all Kenyan seaports along the
Indian Ocean coastline, including the Port
of Mombasa, the largest port in East Africa.
The Port of Mombasa handles over 1.1 million twenty-foot equivalent units (TEUs) per
year, with imports passing through the port
to the Kenyan hinterland and various other
20 | SUSTAINABLE BUSINESS MAGAZINE

African states, including Uganda, Rwanda,
Burundi, the Democratic Republic of the
Congo, Tanzania, South Sudan, Somalia,
and Ethiopia.
In 2016, when Sustainable Business
Magazine last spoke to KPA (see Sustainable
Business Magazine EMEA issue 2/16 for the
full feature), the corporation was working on
several strategic projects to expand capacity

and attract more commercial opportunities
to the region, including a second container
terminal, expanded cruise ship reception
facilities, and a new major seaport at Lamu,
north of Mombasa. In the past year, KPA
have made significant progress with these
projects, including opening the first phase
of the Port of Mombasaâ&#x20AC;&#x2122;s second container
terminal for business.

SECOND CONTAINER TERMINAL
In September 2016, the Port of Mombasa’s
2nd Container Terminal Phase I began operations, increasing the port’s annual container
handling capacity by 550,000 TEUs. “It has
been very successful so far,” says Catherine
Mturi-Wairi, Managing Director of Kenya
Ports Authority. “According to our half-year
performance results from 2017, Phase I recorded 130,311 TEUs, with a total of 21,882
TEUs handled at the Second Container Terminal in June alone, representing 22% of the
total container traffic handled in the port.
We’re very proud of this smooth beginning
for the new terminal, and we’re now working
on preparations to start construction on
Phase II.”
Phase II will increase the port’s container
handling capacity by an additional 450,000
TEUs. “We have successfully secured a
35-billion-shilling loan from the Japanese
government, and we’re upbeat on the development of Phase II,” says Ms. Mturi-Wairi.
“The tendering process is ongoing, and we
intend to begin construction in January 2018.
Phase II will involve the construction of Berth
No. 22, which will be 250 meters long and
15 meters deep. Once this is complete,
we’ll move on to the final phase, which will
bring on board an additional 450,000 TEUs.
We view this expansion as a vital part of our
contribution to Kenya Vision 2030, which will
help transform Kenya into a middle-income,
industrialized country with a high quality of
life for all citizens.”
TOURIST ATTRACTION
KPA is also currently constructing a new
cruise ship terminal with two passenger
pavilions at berths no. 1 and 2, in a project
THE KPA MD MRS. CATHERINE MTURI-WAIRI.

joint-funded by the Kenyan government
and the not-for-profit TradeMark East Africa
(TMEA), with a projected date of completion
in October 2018. “We believe this new terminal will be a major boost to Kenya’s tourism sector,” says Ms. Mturi-Wairi. “Currently,
we’re receiving cruise ships at a normal cargo
terminal, but when this terminal is complete,
it will offer a dedicated facility for tourists.
The building we had previously was over 100
years old, and we’re completely modernizing
it. This terminal will serve as cruise tourists’
first point of interaction with our country, so
we recognize the importance of making a
good first impression.”
LAPSSET CORRIDOR
KPA are a key player in the Lamu Port-South
Sudan-Ethiopia-Transport (LAPSSET) Corridor infrastructure project. “Kenya already
has one transportation corridor, running
from Mombasa Port and Nairobi out to
Western Kenya and Uganda, Rwanda,
Burundi, and the Democratic Republic of
the Congo,” says Ms. Mturi-Wairi. “This will
open another corridor to the north, serving
northern Kenya, going all the way to South
Sudan, Ethiopia, and eventually connecting traffic all the way to Cameroon. We’re
working on the new port of Lamu, which
will be connected by new roads and railway
throughout this corridor.”
Construction on the first three berths
and the causeway at Lamu Port began in
October 2016. “The dredging and reclamation is also ongoing,” says Ms. Mturi-Wairi.
“The first berth is scheduled to be ready by
July 2018. We’re also going to begin receiving shipments of coal in 2018, because the
electrical power station is due to finish con-

AERIAL VIEW OF THE RECENTLY COMMISSIONED SECOND CONTAINER TERMINAL.

SUSTAINABLE BUSINESS MAGAZINE

| 21

KENYA PORTS AUTHORITY

struction. The other two berths are scheduled for completion in December 2020.”
ENVIRONMENTAL STEWARDSHIP
KPA recently developed a Green Port Policy,
with the intention of positioning the Port of
Mombasa as a world-leading port, providing

sound stewardship and management of the
environment. “The strategy highlights the
need to place people first while addressing
the negative impacts occasioned by port
operations,” says Ms. Mturi-Wairi. “It also
places a premium on technology-rich and
sustainable port operations. In September

2017, we received two specialized mobile
cranes which are ecofriendly and are fitted
with a control system that minimizes escape
of dust during discharge. We are also targeting a 10% waste reduction at the Port of
Mombasa by 2018. We’re looking to benchmark with some of the best performing ports
in the world, which have reported waste
reductions of over 20% in five years.”
The Lamu Port development is also
being undertaken with careful attention to
the environment. “We worked closely with
the National Environment Management
Authority (NEMA) to ensure that we mitigate any effects on the local environment,”
says Ms. Mturi-Wairi. “We’re ensuring that
we protect the coexistence of marine life
with the commercial activities at the port.
Also, Lamu Old Town is a UNESCO World
Heritage Site, and so we’ve made sure our
operations take place at a distance from
that, and that they don’t have an adverse
impact upon the people of Lamu.”
CUTTING-EDGE TECHNOLOGY
Ten years ago, most operations at the Port of
Mombasa were manual. Today, key processes have been automated, improving efficien-

cies for customers. “We’ve been automating
services under the Kenya National Single
Window System,” says Ms. Mturi-Wairi. “Cargo interveners can now avoid logging on
multiple systems, which eases the documentation process, quickens cargo clearance,
and lowers the cost of doing business. We’re
also investing a lot in modern cargo and
ship-handling technology. We have modern
pilot and berthing boats, as well as the most
modern ship-to-shore gantry cranes.”
KPA also continues to train their staff
to keep abreast of the latest trends in international shipping. “Training is important
to ensure that we remain relevant as far as
meeting our objectives in service delivery is
concerned,” says Ms. Mturi-Wairi. “We invest in training all our employees, including
management, who we send on courses. It’s
essential that our people have the modern
skills, so they are conversant with current
best practices.”
REGIONAL LIFELINE
It is difficult to overstate the importance of
the Port of Mombasa, not only to Kenya,
where the port is responsible for a full 2% of
national gross domestic product (GDP), but
across East Africa. “We see ourselves as the
lifeline of the regional economies,” explains
Ms. Mturi-Wairi. “Other countries are heavily dependent on the port, both receiving
imports and exporting their goods abroad,
especially agricultural products like coffee
and tea, and other things like titanium and
soda ash exported by the Magadi Soda
Company. We handle the importation of
all kinds of vital things to keep the regional
economies going, from agricultural machinery to motor vehicles to fertilizers. If there is
an issue at the Port of Mombasa, you feel
the effects in the local economy immediately, and we take very seriously our key role in
sustaining that economy.”
KPA also works closely with communities where they have a presence. “We view
our most important service to the community as providing employment opportunities,”
says Ms. Mturi-Wairi. “That’s in Kenya, but
also at our offices in Rwanda, Burundi, and
Uganda, where 99% of our employees are
locals. We’re also working on other corporate social investment programs, focusing
on uplifting the education and the healthcare of communities surrounding us. We’ve
been involved in the physical construction
of schools in rural areas, and also dispensaries, which we hand over after construction
to the respective ministries to run, equip,
provide staff, et cetera. In addition to these,

we give donations to some needy causes,
like children’s homes.”
SEAPORT OF CHOICE
Moving forward, KPA intends to continue
positioning Kenya as a regional shipping
hub. “We want to be a world-class seaport
of choice,” says Ms. Mturi-Wairi. “To do that,
we will continue expanding capacity as much
as we can with the 2nd Container Terminal,
which we plan to have connected to the new
standard-gauge railway by next year. We also
plan to automate more, and to upgrade our
training college, Bandari College, so that we
can offer training programs not just for KPA
employees but for other people in the region
and the industry. We believe when the industry is well-steered in all areas, it contributes
to growth for all of us.”
KPA will also continue developing other
ports. “When Lamu Port is fully completed, it will have more than 20 berths,” says
Ms. Mturi-Wairi. “We’re going to further
dredge the channel there, so the port can
accommodate bigger ships. We also have
plans to develop other smaller ports along
the coastline, such as the Shimoni small
port, which will cater for rising coastal trade

volumes on fishing, as well as local tourism.
And we have a new mandate to manage
all inland waterways, as a result of which
we are now planning a new green port on
Lake Victoria after the new standard-gauge
railway reaches there. We’ve modernized
the Inland Container Depot (ICD) at Nairobi,
which will encourage shipyards to ship their
commodities there. The standard-gauge rail
freight train is going to really transform our
business, and will lead to greatly improved
cargo off-take. KPA is staying ahead of
these big changes, and we’re positioning
ourselves to be part of a bright future here
in Kenya, and across East Africa.”
c

SUSTAINABLE BUSINESS MAGAZINE

| 23

LAPSSET

THE CORRIDOR ITSELF WILL PROVIDE
IMPORTANT TRANSPORT LINKS,
ENERGY CONNECTIONS, AND
INDUSTRIAL DEVELOPMENT FOR
KENYA, SOUTH SUDAN, AND ETHIOPIA.

CORRIDORS

OF POWER
Sustainable Business Magazine speaks to Benson Thuita, Corporate Affairs Officer at the LAPSSET Corridor
Development Authority, about a major multinational infrastructure development project intended to bring economic
and social benefits to millions of people in East Africa.
The Lamu Port-South Sudan-Ethiopia-Transport (LAPSSET) Corridor is an
ongoing Kenyan transport and infrastructure project, which will connect a newly built
24 | SUSTAINABLE BUSINESS MAGAZINE

port at Manda Bay, Lamu by a standard
gauge railway line to Juba in South Sudan
and Addis Ababa in Ethiopia. The project,
which will also consist of pipelines, road net-

works, and three new airports, resort cities
and a high grand falls, is intended to reduce
dependence on the Port of Mombasa and
expand trade to the northern borders.

LAPSSET-ISIOLO MOYALE
HIGHWAY CONSTRUCTION.

substantial development take place over
the next 13 years.
DEVELOPING TRADE
The LAPSSET Corridor consists broadly of
the ‘inner corridor’ and the ‘outer corridor’.
The inner corridor is about 500 meters in
width and the outer corridor stretches 50
kilometers either side of it.

The LAPSSET Corridor Development
Authority (LCDA) was established by the
Kenyan government in March 2013 to
oversee the balance between government
investment and private sector interests by
providing leadership on the economics and
construction of the new LAPSSET Corridor.
The corridor itself will provide important
transport links, energy connections, and
industrial development for Kenya, South
Sudan, and Ethiopia, and will also form
the eastern section of a continent-wide
transportation network running all the way
west to Douala on the coast of Cameroon. As part of the Kenya Vision 2030,
the LAPSSET Corridor is expected to see
SUSTAINABLE BUSINESS MAGAZINE

| 25

LAPSSET
AERIAL VIEW OF
DREDGED MATERIAL.

DREDGER.

STEEL PILLING FOR
BERTH FOUNDATION.

important industrial developments such as
airports, factories, and large business parks
will be set up. The investments in the Outer
Corridor will enhance the exploration of the
natural resources in the areas traversed by
the LAPSSET Corridor, for the economic
welfare of the nation.”
At the eastern end, this will culminate at
Lamu Port. This 32-berth international transshipment port is the crux that gives power to
the corridor, enabling the international import-export trade which will benefit all countries along the corridor. Work on three berths
RECLAMATION OF LAND
FORMING CONTAINER TERMINAL.

26 | SUSTAINABLE BUSINESS MAGAZINE

at Lamu Port began in November 2016.
These berths are funded by the Government
of Kenya; the remaining 29 berths will be
funded by private sector interests attracted
by the LCDA. Construction of the ancillary
infrastructure such as the port’s headquarters,
substation, and power transmission lines, and
the police housing is complete.
LCDA has four key priorities: The completion of Lamu Port’s first three berths; the
Lamu-Witu-Garsen Road; the Lamu-Lokichar
Crude Oil Pipeline; and security infrastructure along the corridor. Once completed,

these projects are intended to serve as a
leaping-off point for the efficient and safe
development of the remaining corridor. A
large, modern police station has already
been built to provide security at the port,
while the road and pipeline are underway.
STRATEGIC
ENVIRONMENTAL ASSESSMENT
Any project on the scale of the LAPSSET
Corridor elicits environmental concerns. “All
elements of the corridor have to conform
to the constitutional framework laid out by

ISIOLO-MOYALE ROAD.

the Kenyan Government,” says Mr. Thuita.
“One of the processes we have undertaken
to meet this is the ‘Strategic Environmental
Assessment’, whose objective is to ensure
that the projects are developed in a sustainable manner, paying attention to and minimizing ecological impact. We have done
this through consultation and co-ordination
with the various contractors working on the
corridor. The environmental sustainability is
being achieved through working alongside
the Kenya Wildlife Service and other organizations such as the Kenya Forest Service
and the National Environmental Management Authority, as well as with private
stakeholders. It is our desire to protect the
environment so we will take every step we
can to accomplish it.”
COMMUNITY BENEFITS
LCDA’s work on the corridor has created
more than 5000 jobs for Kenyans employed
MARSABIT-TURBI-ROAD

on various aspects of the project over the
past 12 months. Already, trade, business,
and service delivery are benefiting from
improved road access. The Isiolo-Marsabit-Moyale A2 road between Ethiopia and
Kenya has cut long haul transport times
from three days to ten hours, and thereby
massively increased trade between Ethiopia
and Kenya.
In the near future, the development of
mains electricity will benefit communities
along the corridor route while enabling the
building of new communities. There are
nine cities planned for creation along the
corridor, taking advantage of the infrastructure and opportunities available. For existing towns and villages, some of which only
had diesel generators as a supply of power
until recently, the connection to the national
grid has improved day-to-day life.
Where there are potential negative impacts on individuals and communities, LCDA

is working on Resettlement Action Plans
with the Project Affected People. “How do
we compensate the fishermen who will be
affected by the construction of the port, for
example?” asks Mr. Thuita. “We want to ensure that we build capacity within the fishing
industry through funding and skill-sharing
so that we enable those fishermen to start
deep-sea fishing. In doing so, we will develop an economy for that particular industry.
We also have financial compensation for areas marked for industrial development where
landowners might otherwise be able to use
or develop the land. To ensure the corridor
is not interfered with, all concerns and issues
are being addressed.”
SUSTAINABLE GROWTH
By the time it is completed, the corridor is
expected to contribute 2% to 3% of Kenya’s
national GDP directly from its core infrastructure. There are estimates of 5% to 8% of

THE ISIOLO MOYALE HIGHWAY.

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| 27

LAPSSET
HOUSING UNITS ALONG THE
HAWASSA-MOJO HIGHWAY.

LAMU SUB STATION.

GDP when taking into account investment
that will be attracted by the corridor, as
well as auxiliary growth created by its existence. This significant figure will make the
USD$24.5 billion cost of building worthwhile
in the long term, not least because of its potential to raise up the stability and standard
of living in South Sudan.
“South Sudan is one of the poorest
countries in Africa and the LAPSSET Corridor offers a logistical and economic advantage by providing access to international
markets thus opening up the investment
space within the country,” Mr. Thuita says.
“Being able to export industry, goods,
commodities, and the many resources they
have will be much easier thanks to this
project. LCDA and Kenya are therefore
instrumental in ensuring the long-term

stability of South Sudan. We don’t just
want peace there but for them to develop
economically. So this is an important part
of our plan.”
PRIVATE SECTOR PARTNERSHIPS
The 505 kilometers of highway between
Kenya and Ethiopia has enhanced human
transport while increasing trade between
the two countries. “The cut in transport time
has enabled the transportation of particular
items over long distances, such as perishable foods and agricultural goods, which now
means a thriving industry along the A2 road.
Previously it was difficult to transport such
goods,” says Mr. Thuita. “We’re very proud
of this development. We are also proud
of the increased job opportunities that
we have created which have empowered

LAPSSET ONE STOP BOARDER POST, MOYALE-ETHIOPIA BOARDER.

28 | SUSTAINABLE BUSINESS MAGAZINE

the people employed or trading along the
route and their dependents.”
“LCDA has achieved great success
in securing funding, including a recent
investment grant of USD$1.9 million from
the African Development Bank. We are now
looking at how to encourage the global
private sector to invest in the project,” says
Mr. Thuita. “We cannot rely on Government
resources for all our funding. We need a
good partnership with the private sector.
For instance, in Lamu County, there are
28000 hectares of land earmarked for development. Private investors are encouraged
to participate in the development of the
investments along the Corridor through the
Public Private Partnership (PPP) framework.
This will be essential for the infrastructural

“BEING ABLE TO EXPORT INDUSTRY,
GOODS, COMMODITIES, AND THE MANY
RESOURCES THEY HAVE WILL BE MUCH
EASIER THANKS TO THIS PROJECT. “

investment of the port and other components of the LAPSSET Corridor Program.
The LAPSSET Corridor Program has come a
long way with numerous gains having been
achieved. In the course of development up
LAPSSET PLAZA AND LAMU
PORT POLICE STATION.

to completion, the project will transform
the East African region and the African
Continent at large by enhancing seamless
connection within the continent and to the
rest of the world.”
c
LAPSSET COMPLETED
ISIOLO AIRPORT RUNWAY.

For more information on the LAPSSET
Corridor Development Authority please
visit www.lapsset.go.ke. Follow us on
Twitter: @lapsset and also on Facebook:
LAPSSET Corridor Development Authority
ISIOLO AIRPORT TERMINAL BUILDNG.

SUSTAINABLE BUSINESS MAGAZINE

| 29

GIBRALTAR PORT AUTHORITY

A LEANER, GREENER,

CLEANER PORT
MANUEL TIRADO,
ACTING CEO OF
GIBRALTAR PORT
AUTHORITY.

Sustainable Business Magazine speaks with Manuel Tirado, Acting CEO of
Gibraltar Port Authority, about running one of the world’s most historically
significant ports and how it plans to embrace the future.
Gibraltar’s location at the southern end
of the Iberian Peninsula has for centuries
made it an important European port. As the
gateway between the Atlantic Ocean and
Mediterranean Sea, the territory has a proud
maritime history. Today between 60,000 and
70,000 vessels pass through the Strait of
Gibraltar every year – over 240 million gross
tons of ship. Bolstered by an international
airport just minutes away, the modern port
is as significant as its predecessors.

30 | SUSTAINABLE BUSINESS MAGAZINE

The Gibraltar Port Authority (GPA) was
established in 2005. “The strategy for the
port is to build on its unique geographical position and continue to provide a
vibrant market for shipping stakeholders,”
says Manuel Tirado, acting CEO of the
GPA. “We try to deliver the best possible
service to the shipping sector in a safe
and efficient operating environment. As
part of delivering this core function we
manage the safety of navigation as well

as regulating the activities within our
port waters.”
The Port of Gibraltar’s capacity has also
expanded beyond just being a docking
port. Today it is a major bunkering port
that is internationally recognized for its
best practice in this area. The GPA is also responsible for search and rescue operations
within Gibraltar’s British Territorial Waters,
prevention and control of pollution, and for
managing ship-to-ship bunkering.
Bunkering is an important development
for the port, and it is focusing on develop-

ing its liquefied natural gas (LNG) bunkering
abilities for the future.
BUNKERING
In August 2016 the Her Majesty’s Government of Gibraltar announced two agreements
with oil giant Shell. The first was for Shell to
supply LNG for use in the country’s power
generation. This will see the construction of
a plant within the port to supply LNG to the
power grid. The second agreement was for
development of an LNG bunker market, enabling the port to offer LNG as a fuel to ships.

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GIBRALTAR PORT AUTHORITY

Mr. Tirado elaborates: “The works are
aimed at providing the regulatory framework for LNG as a bunker fuel. We are now
constructing an LNG plant within the port
to supply LNG fuel to our new generating
station, which will be online early summer
2018. We want to move into the bunker
industry for LNG because we see that is the
fuel of the future. This was a good opportunity for Gibraltar to get involved, exploring
and paving the way towards an LNG bunker
code of practice.”
GPA is a long-standing supporter and
member of the International Bunker Industry
Association (IBIA) as well as, more recently,
a member of the Society for Gas as a Marine Fuel (SGMF). Participation in these two
international organizations is important for
GPA as it can help shape and push forwards
best practice standards for this relatively
young industry.

32 | SUSTAINABLE BUSINESS MAGAZINE

The international membership also
benefits GPA by enabling it to bring useful
knowledge from other regions back to its
own location. SGMF, for example, has over
100 members including major ports and
fuel suppliers. This means GPA is able to
draw on the technology and engineering
skills possessed by some of the biggest
names in the gas sector.
NEW TECHNOLOGY
FOR SAFER SHIPPING
“We are installing a new VTS provided by
a Norwegian company called Kongsberg
Norcontrol, which is one of the best in the
market at this moment in time,” says Mr. Tirado. “That system is currently being installed
in the new building as we speak. Our new
system will take into account the technology entering the market over the coming
years, like new forms of radar which are also

automatic identification systems, as well as
thermal imaging cameras, night vision, and
more. You name it, we will have that in the
VTS system.”
These features outline how the GPA’s
VTS will enhance the port’s future backbone, enabling it to run efficiently as technology advances. The expanded capabilities will be crucial in shaping traffic in, out,
and through Gibraltar’s British Territorial
Waters – particularly by detecting and
deconflicting vessel movements further
ahead in time. Given the GPA has an adjacent neighboring port with its own vessel
schedules, the VTS will help GPA’s own
traffic organize around other traffic better
as well. The VTS itself will be manned by
the GPA’s own trained officers to ensure
best possible standards.
Mr. Tirado emphasizes: “The VTS will
provide cutting edge technology in order to

conduct our operations as safely as they can
possibly be done.”
GREENER, CLEANER SEAS
GPA has a strict adherence to environmental
protection not only for its own operations
but for the vessels that use its services as
well. The port enforces strict regulations for
all ships entering Gibraltar’s British Territorial
Waters. This means that ships must comply
with GPA’s “clean seas” policy.
This includes GPA’s participation in the
Green Award scheme, an international initiative
that rewards vessels for being extra clean and
extra safe. Since the GPA joined in April 2013
they have given a 5% reduction in tonnage
dues to all ships that hold a Green Award.
The authority works with local bodies to ensure a consistent environmental
framework of regulations are applied across
multiple organizations. The GPA also works

with the European Sea Ports Organisation (ESPO) and its Eco Ports Network to
strengthen Europe-wide marine environmental practices. This is achieved through
Eco Ports Network’s tools including Self
Diagnosis Method, which helps a port understand its own environmental practices,
and the externally-reviewed Port Environmental Review System (PERS).
“We recognize that through the promotion of best practice we can drive other
people to reduce their own environmental
impact, thereby promoting sustainable
development and safeguarding the environment and the local population,” explains Mr.
Tirado. “We consistently review the environmental policies and procedures with the aim
of obtaining a PERS that is specific to our
environmental management system.”
The GPA also works closely with
Gibraltar’s own Environment Agency, a

branch of the government’s Ministry of
Environment. This is to ensure that GPA
and the port are being operated to a high
environmental standard within the context
of the territory itself.
MAINTAINING AN
EXCELLENT REPUTATION
“The future brings challenges and opportunities,” says Mr. Tirado. “We are very excited
about moving into our new port premises
early in the New Year.”
“We need to ensure that we keep working hard to ensure that the reputation of the
Port of Gibraltar as a center of maritime excellence is maintained. We want it to continue to be an exemplar for other international
ports in the area. There are very challenging
times ahead but very good opportunities
at the same time and we look forward to
embracing all of them.”
c

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| 33

CARLSBERG

TOGETHER TOWARDS ZERO
CONSISTS OF AMBITIONS AND
CONCRETE TARGETS TOWARDS
2022 AND 2030.

CHANGE IS

BREWING
Sustainable Business Magazine speaks to Simon Boas Hoffmeyer, Head of Sustainability
at Carlsberg Group, about 170 years of brewing, developing new infrastructure, and an
ambitious new sustainability programme.

34 | SUSTAINABLE BUSINESS MAGAZINE

Carlsberg Group is a global leader in beer
and other beverages, with more than 500
brands including recognizable names such
as Carlsberg, Kronenbourg, Tuborg, and Holsten. Headquartered in Copenhagen, Carlsberg was founded 170 years ago in 1847, by
the Danish industrialist and philanthropist J.
C. Jacobsen, who named his brewery after
his son Carl.
“We recently celebrated our 170th
birthday, and we believe that focusing on
sustainability will ensure that we are still
around in another 170 years,” says Simon
Boas Hoffmeyer, Head of Sustainability at
Carlsberg Group. “The way we will achieve
this is articulated in our new sustainability
programme Together Towards ZERO.”
Mr. Hoffmeyer’s Sustainability Department started out in 2008 as the Corporate
Social Responsibility Unit, which focused
on ensuring compliance with minimum
standards, reporting, and data management across the Carlsberg Group’s
thirty-six companies. Today the team
is also focused on sustainable business
development across the group, working
with all of the organization’s departments
to push forwards a sustainable long-term
business model.
TOGETHER TOWARDS ZERO
Together Towards ZERO consists of ambitions and concrete targets towards 2022
and 2030. “Our role is to involve, engage,
and develop sustainability together with all
of the other functions in the entire Carlsberg
Group,” says Mr. Hoffmeyer. “This is to ensure that we live up to the expectations of
our stakeholders, of our employees, and of

the consumers. We have been working with
the business to ensure that sustainability is
represented in the right way in our corporate strategy.”
This strategy is built on the back of a
challenge issued by Carlsberg Group CEO
Cees ‘t Hart to ensure that the community-minded spirit of founder J. C. Jacobsen
remains at the heart of Carlsberg Group.
A materiality assessment was carried out,
analyzing concerns by people both internal
to and external from the Group. Four key
concerns emerged, which later became
the four cornerstones of Together Towards
ZERO: ZERO Carbon Footprint, ZERO Water
Waste, ZERO Irresponsible Drinking, and
ZERO Accidents Culture.
GREEN FOOTPRINT
To develop a full end-to-end value chain
carbon footprint covering Scope 1, 2, and
3 emissions across their entire operations,
Carlsberg collaborated with the Carbon
Trust. “It was a huge undertaking,” says Mr.
Hoffmeyer. “We also looked at the Science
Based Targets Initiatives, which is an industry-led campaign to bring corporations in
line with targets set out in the Paris Agree-

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CARLSBERG

ment. After we carried out a full assessment
of the whole group, we decided to go even
above and beyond the base-level of the
Paris Agreement, which could have been
reached with a 36% reduction in carbon
emissions by 2030.”
Wanting to push even harder, Carlsberg
Group senior management pushed for even
more ambitious targets. “When weighing
the risks and opportunities in a world where
climate changes become more and more

36 | SUSTAINABLE BUSINESS MAGAZINE

visible, management decided to reduce
carbon emissions from all breweries to zero
by 2030,” says Mr. Hoffmeyer. “To ensure
our targets were being met at a steady rate,
we created half-way milestones to meet
by 2022.” This includes a 50% reduction in
brewery carbon emissions and a 15% reduction in beer-in-hand carbon footprint, as well
as bold standalone targets such as eliminating coal from the production cycle and
switching to 100% electricity from renewable

resources. “It is something we are incredibly
proud of, because this will really make a
change throughout the total value chain for
us,” says Mr. Hoffmeyer. “Our targets are in
line with the most ambitious scenario in the
Paris agreement, meaning that Carlsberg’s
targets are compliant with a 1.5 degrees
warming above pre-industrial levels. I believe this a powerful message to the outside
world, and we hope we can inspire others to
take the same direction.”

WATER CONSERVATION
Analysis of water usage within the Carlsberg
Group was carried out in conjunction with
the World Wildlife Fund (WWF) in order
to identify the risk of water scarcity at the
organization’s sites across the world. Medium- and high-risk areas were of particular
interest, with fifteen sites identified under
these criteria. “We took these findings into
account when we created Together Towards
ZERO’s targets by giving those sites more
ambitious targets,” says Mr. Hoffmeyer. “The
2030 target requires our water consumption
to be cut in half.” This means taking the hectoliters of water used per hectoliters of beer
produced (hl/hl) down to 1.7hl/hl. The 2022
target is to reduce usage by 25%.
The fifteen sites located in areas of
greater water scarcity risk, will be focused on
to begin with, to accelerate water reductions.
“We will achieve these targets through use
of water recycling, as well as re-using gray
water in non-food roles, such as for cleaning
in the administration buildings,” says Mr.
Hoffmeyer. “At the same time, we are also
working on partnering to protect shared water resources. This means if we have access in
one area to the same water table as a lot of
other industries or companies, it could make
a lot more sense to cooperate with them to
protect these shared water resources, rather
than only focusing on what is inside our
own site. We've also committed to work on
partnerships with NGOs or other companies
in these high-risk areas to protect water as a
resource for the local community.”

is to improve responsible drinking year-onyear across all our markets, taking a local
approach. In Russia, for example, we have
worked with local retailers and consumers
to reduce access of alcohol to people below
the legal drinking age.”
The ZERO Irresponsible Drinking portion of the Together Towards ZERO program
will aim to improve the clarity of labeling as
well as working with local communities to
understand and combat the problems that
affect them. Carlsberg Group also aims to
have alcohol-free beer widely available in all
its markets by 2022.
“When it comes to health and safety, we
have a very simple target because it’s the
only target we believe should be there – that
is to achieve zero workplace lost time accidents by 2030,” says Mr. Hoffmeyer. “We believe all accidents can be prevented, and it’s
something we will work very hard on. That’s
the only acceptable target for us. We’re
instilling this culture of care and cautiousness
throughout our workforce.”
INVESTMENT AND INFRASTRUCTURE
To achieve their sustainability targets, the
Carlsberg Group will focus on efficiency and
also investments in new green infrastructure.

The organization has installed the fourth
largest brewery installed solar farm in the
world at one of its breweries in China, while
at sites with high risk of water scarcity in India, the Carlsberg Group has built advanced
water recycling plants to help achieve its
ZERO Water Waste targets.
“The plan is to implement Together
Towards ZERO in the best possible way for
the Carlsberg Group and for society,” says
Mr. Hoffmeyer. “We are looking at new
innovative ways of achieving our targets that
can both help us to reduce the cost of doing
them but also maximize the benefit. We’re
really focusing on scientific discoveries,
focusing on innovations, both consumer-facing and in our value chain. That is something
we want to do much more of in the future,
really getting more sustainable innovations
out to the consumers. We believe making
sustainability and climate change consumer-relevant is absolutely key to achieving
the scale and scope of solutions that we
and the world needs. I am personally very
proud to work for a company which is doing
everything that can be done to combat
climate change and radically improve our
business in a way that contributes to global
sustainable development.”
c

RESPONSIBILITY FIRST
One of the most significant topics to come
out of the maturity assessment was responsible drinking. “This is a topic which is very
difficult, because it is localized and the
challenges are very different from market to
market,” says Mr. Hoffmeyer says. “Our aim
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| 37

GLOBAL EVENTS

JAN
2018

15th - 18th

EcoWASTE 2018
Abu Dhabi -UAE
www.ecowaste.ae

A Leading international platform for
advancing sustainable waste management and recycling across MENA and
beyond. Seeing waste as a valuable
economic resource, EcoWASTE brings
together leading local and international
experts and providers with key buyers
and decision makers.

Solar Expo is a fundamental component of the World Future Energy
Summit, developed to help lead the
change in how energy is generated,
stored, and consumed.

17th

International WASH
Conference
Tamale, Ghana

Sustainable WASH and Water Security’s
partnering with the Desert Research
Institute’s Centre for International
Water and Sustainability partner to
discuss successes, challenges, lessons
learned, and the way forward.

23rd - 26th

RERIS 2018
Lesotho, South Africa

Second Africa-EU Renewable Energy
Research & Innovation Symposium
(RERIS) 2018 will discuss the sustainable development of African renewable
energy markets.

Market fluctuations, emerging trends
on energy efficiency and sustainability,
and volatile price levels are just some
of the issues that companies within
the metals and oil & gas industries
have to deal with.

6th - 8th

2nd Africa Energy Forum:
Off the Grid
Kampala, Uganda
www.wacee.net

This energy forum focuses on the
topical issues concerning rolling out offgrid projects across Africa and offers
informative panel discussions where
participants discover how Africa can and
must create an enabling environment
for the off-grid sector to truly take off.

This training program focuses on enabling participants to acquire the skills
and competencies required for the
effective use of the GRI Framework,
GRI, reports and publication of CSR/
Sustainability Reporting in alignment
with the new GRI Standards Guidelines.

The East African Centre for Renewable Energy and Energy Efficiency
(EACREEE) is organizing the First
Sustainable Energy Forum for East
Africa (SEF-EA 2018), with the theme
being ‘Fostering Economic Transformation in the East African Region
through Equitable Access to Sustainable Energy for All”.

20th - 21th

Africa Energy Indaba 2018
Johannesburg, South Africa

This exhibition is highly relevant to
companies actively involved in all areas
relating to showcasing solutions benefitting Africa including major energy
projects on the continent, rural energy
solutions, urbanization,energy needs,
and the renewable and sustainable energy
industry and the management thereof.

www.africaenergyindaba.com

38 | SUSTAINABLE BUSINESS MAGAZINE

FEB
2018

SUSTAINABLE BUSINESS MAGAZINE

| 39

ADVERTISERS INDEX
G
Grundfos
J
Japan Port Consultants Ltd.

Back Cover

P22

M
Maxtec Peripherals (Pty) Ltd.
McJuro Investments Ltd.

P04
Inside Front

P
PMM Estates (2001) Ltd.

Inside Front

40 | SUSTAINABLE BUSINESS MAGAZINE

Power & Electricity
World Africa 2018.

P39

R
Raphael Logistics (T) Ltd.

P19

S
Supreme Elevator Services.
T
Tamps Ventures Ltd.

Inside Back

P22

Specialists in the
installation, removal
and refurbishment of
Elevators and Escalators
in Southern Africa.

GIVING BACK TO NATURE
DANISH DAIRY TREATS WASTEWATER ONSITE
AND REUSES IT IN PRODUCTION

Jonna Mortensen
Site Manager
Arla Foods
Rødkærsbro, Denmark

Arla Foods Rødkærsbro boosted its mozzarella production,
increasing the amount of process wastewater from cow’s milk.
Arla uses Grundfos BioBooster to treat a half million litres of
this water a day. It reuses that water in its own facility.
See full story at Grundfos.com/cases-sustainable